Why Motivating People Doesn’t Work . . . and What Does, Second Edition by Susan Fowler

Author:Susan Fowler
Language: eng
Format: epub
Publisher: Berrett-Koehler Publishers, Inc.

Learning, Growth, Progress, and Competence

Imagine a skier who never progresses past the bunny slope or an entrepreneur who never manages to develop people to expand the business. The reason so many of us quit before we really get started is that our progress is stifled. Think about a goal you chose to pursue because you found it meaningful, but you ended up quitting. What happened? You may have become discouraged because the goal was harder than you thought it would be, and you didn’t have the time required to learn. Maybe you lacked the resources and training you needed. In the end, your progress wasn’t satisfying. Despite your psychological need for choice and connection being fulfilled, your competence was thwarted.

We give lip service to creating learning organizations, but as a leader, if you don’t proactively promote time and resources to training and development, people will leave. The baby boomer generation and the generations before them focused on staying in one company as long as possible. I remember when you were chastised for showing too many job changes on a résumé. Today’s generation will have five times the number of jobs their parents did. Their currency is not longevity but marketable skills. One way to hold on to younger workers is by providing opportunities for them to become proficient in a variety of tasks, jobs, and skills. The irony is that the more marketable you help them become, the more likely they are to remain loyal.

You can rewrite the story of the Great Misunderstanding through your leadership capacity. You can prevent people’s psychological needs from being thwarted so they are less likely to pursue greener pastures. You can facilitate their psychological sense by encouraging choice, deepening connection, and building competence to help them thrive where they are, avoiding great regret.

We give lip service to creating learning organizations, but as a leader, if you don’t proactively promote time and resources to training and development, people will leave.

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